ADP 3-90 进攻与防御 1-23至1-49（机翻，双语）

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新人up，英语水平不咋地，中文部分是机翻润色的，所以附上英文原版供大家参考

给个三联吧

以下正文

解决战术问题

SOLVING TACTICAL PROBLEMS

 1-23. 作为掌握陆军职业的一部分，指挥官针对各种战术情况进行训练，学会识别其重要元素，并在现实条件下练习决策。他们通过多年的专业军事教育、自学、实践训练和作战经验来培养这些能力。这些经验提高了解决战术问题所需的直觉能力。重复部署到类似区域需要检查以前成功的操作，以领先于适应性和学习型敌人。

1-23. As a part of mastering the Army profession, leaders train for various tactical situations, learn to  recognize their important elements, and practice decision making under realistic conditions. They develop  these abilities through years of professional military education, self-study, practical training, and operational  experiences. These experiences sharpen the intuitive faculties required to solve tactical problems. Repeated  deployments to similar areas require examinations of previously successful operations to stay ahead of  adaptive and learning enemies. 

 1-24. 指挥官开始通过掌握专业科学来发展他们解决战术问题的基础。这要求他们掌握系统的使用，并了解利用地形发挥自身优势的方法。指挥官学会使用普遍理解和接受的理论术语和概念，以技术上精确和理论一致的措辞清晰地传达他们的作战概念。

1-24. Leaders begin developing their foundation for solving tactical problems by mastering the science of  the profession. This requires them to master the use of their systems and understand methods to employ  terrain to their advantage. Leaders learn to communicate their concepts of operations clearly with technically  precise and doctrinally consistent verbiage, using commonly understood and accepted doctrinal terms and  concepts. 

  1-25. 指挥官运用战术、对形势的理解和判断来创建适合完成任务和其他特定任务变量的独特解决方案。对于一个问题，通常有几种解决方案，有些解决方案会比其他解决方案更有效。一个理想的解决方案是决定性的，并为部队未来的任务做好准备，同时为响应上级指挥官意图内的意外敌人行动提供最大的灵活性。

1-25. Commanders apply tactics, an understanding of the situation, and judgment to create unique solutions  appropriate to accomplishing the mission and the other specific mission variables. Usually several solutions  exist for one problem, and some will be more effective than others. An ideal solution is decisive and postures  the unit for future missions, while also providing the greatest flexibility for response to unexpected enemy  actions within the higher commander’s intent. 

  1-26. 战术问题解决的成功源于积极、明智和果断地使用相对战斗力。战斗力是军事单位或编队在给定时间可以应用的破坏性、建设性和信息能力的全部手段（ADP 3-0）。战斗力有八个要素：领导力、信息、指挥和控制、运动和机动、情报、火力、保障和保护。这些要素有助于陆军部队获得联合和多国火力和资产。陆军将最后六个要素统称为作战职能。指挥官通过按自己的条件在他们选择的时间和地点发起战斗并保持主动让敌人做出反应来取胜。指挥官保持主动权，使友军能够扰乱敌人的决策。这在进攻和防御之间的过渡期间尤为重要，因为保持主动权会最大限度地降低敌军对友军部署变化做出有效反应的能力。

1-26. Success in tactical problem solving results from the aggressive, intelligent, and decisive use of relative  combat power. Combat power is the total means of destructive, constructive, and information capabilities  that a military unit or formation can apply at a given time (ADP 3-0). Combat power has eight elements:  leadership, information, command and control, movement and maneuver, intelligence, fires, sustainment,  and protection. The elements facilitate Army forces accessing joint and multinational fires and assets. The  Army collectively describes the last six elements as warfighting functions. Commanders win by initiating  combat on their own terms—at a time and place of their choosing—and by maintaining the initiative to make  the enemy react. Commanders maintain the initiative to enable friendly forces to disrupt enemy decision  making. This is particularly important during transitions between the offense and defense because retaining  the initiative minimizes an enemy force’s ability to react effectively to changes in friendly dispositions. 

  1-27. 进攻性行动是取得决定性结果的关键。指挥官进行进攻以击败敌军或控制地形以产生上级指挥官所需的效果。情况可能需要防守；然而，战术上的成功通常需要尽快转向进攻。当部队完成任务、达到前进极限(LOA)或接近高潮时，进攻结束。然后这些部队进行整合、恢复攻击或准备其他行动。

1-27. Offensive action is the key to achieving decisive results. Commanders conduct the offense to defeat  enemy forces or gain control of terrain to produce the effects required by their higher commander.  Circumstances may require defending; however, tactical success normally requires shifting to the offense as  soon as possible. The offense ends when forces accomplish their missions, reach their limit of advance  (LOA), or approach culmination. Those forces then consolidate, resume the attack, or prepare for other  operations.

1-28. 指挥官寻求以最有利的条件发动战斗。这样做可以在易受攻击的位置对选定的敌方单位集中效果。保持主动权可以让指挥官在机会出现时转移决定性行动以利用机会。指挥官通过以下方式夺取、保留和利用主动权——
   通过比敌军更快的机动，获得相对于敌军的相对优势（物理、时间、认知或虚拟）的位置。
   使用火力摧毁敌人的关键能力和系统。
   开展信息作战、网络空间作战和电子战活动，以隔离和削弱敌人的决策能力。
   消除敌军取得成功所需的条件，例如地形、空域、人口中心、人口支持和设施
   战前、战中、战后维持和保护下属部队。
   比敌军更了解战术形势并加以利用。
   超越初始运营的计划，并预测其分支或续集。
   不断巩固战果，摧毁各种形式的敌人抵抗。

1-28. Commanders seek to initiate combat on the most favorable terms. Doing so allows the massing of  effects against selected enemy units in vulnerable locations. Maintaining the initiative allows a commander  to shift the decisive operation to exploit opportunities as they arise. Commanders seize, retain, and exploit  the initiative by— 

   Gaining a position of relative advantage (physical, temporal, cognitive, or virtual) over enemy  forces by maneuvering more rapidly than enemy forces.                                 Employing firepower to destroy critical enemy capabilities and systems.                               Conducting information operations, cyberspace operations, and electronic warfare activities to  isolate and degrade enemy decision-making abilities.                                           Denying enemy forces what they require for success, such as terrain, airspace, population centers,  support of the population, and facilities.                                                      Sustaining and protecting subordinate forces before, during, and after battles.                       Maintaining a better understanding of the tactical situation than enemy forces and exploiting it.                                                                                                                                   Planning beyond the initial operation and anticipating its branches or sequels.                       Continuously consolidating gains to defeat all forms of enemy resistance.

1-29. 补充动力有助于保持主动权。动力反映了一个单位的战斗力及其行动的速度和节奏。将战斗力集中在决战点，辅以快速机动，使敌人处于不利地位。指挥官保持专注和压力，在寻找和利用机会的同时控制作战节奏。保持势头需要不断评估情况并就主要工作的资源配置做出风险决策。

1-29. Momentum complements and helps maintain the initiative. Momentum reflects a unit’s combat power  and the velocity and tempo of its operations. Concentrating combat power at the decisive point, supported by  rapid maneuver, places an enemy in a disadvantageous position. Commanders maintain focus and pressure,  controlling the tempo of operations while seeking and exploiting opportunities. Maintaining momentum  requires continuously assessing the situation and making risk decisions with regard to resourcing the main  effort.  

 1-30. 对作战环境的透彻了解极大地帮助指挥官制定战术解决方案，并使他们能够推动作战过程。比犹豫不决的敌人更快地做出和执行决策的指挥官，即使在很小程度上，也会获得累积的优势。（有关操作过程的描述，参见ADP 6-0）

1-30. A thorough understanding of an operational environment greatly helps commanders to develop tactical  solutions and allows them to drive the operations process. Commanders who make and implement decisions  faster than a hesitant enemy, even to a small degree, gain an accruing advantage. (See ADP 6-0 for a  description of the operations process.) 

  1-31. 行动之间的过渡很困难，可能会为友军或敌军创造意想不到的机会。指挥官和他们的支持人员很快就会发现这样的机会，并根据计划过程中准备的分支或后续行动采取行动。为了应对不可预见的情况，特别是因巩固收益而产生的情况，可能需要即兴发挥巩固成果是使任何临时运营成功并为可持续安全环境创造条件的活动，允许将控制权移交给合法当局（ADP 3-0）。（有关合并收益的更多信息，请参见 ADP 3-0。）

1-31. Transitions among operations are difficult and may create unexpected opportunities for friendly or  enemy forces. Commanders and their supporting staffs quickly recognize such opportunities, acting on  branches or sequels prepared during the planning process. Improvisation may be necessary to cope with  unforeseen circumstances, particularly those arising from consolidating gains. Consolidate gains is activities  to make enduring any temporary operational success and to set the conditions for a sustainable security  environment, allowing for a transition of control to legitimate authorities (ADP 3-0). (See ADP 3-0 for  additional information on the consolidation of gains.) 

 1-32. 归根结底，战术问题的解决方案是指挥官计划的集体努力和下级领导人执行计划的能力的结果。指挥官负责训练下属。严格而现实的训练结果使指挥官们对下属对战术艺术和科学的掌握以及他们执行选定解决方案的能力充满信心。

1-32. Ultimately, solutions to tactical problems result from the collective efforts of a commander’s plan and  the ability of subordinate leaders to execute it. Commanders are responsible for training their subordinates.  The result of that rigorous and realistic training leaves commanders fully confident in their subordinates’ mastery of the art and science of tactics and in their ability to execute a chosen solution. 

仓促行动与蓄意行动

HASTY VERSUS DELIBERATE OPERATIONS 

 1-33. 仓促行动是指指挥官指挥立即可用的部队，使用零散的命令，以最少的准备、应对计划和准备时间来执行任务，以提高执行速度。指挥官在发布零碎命令之前，在心理上同步可用部队的使用。仓促行动最大限度地利用联合兵种的优势。例如，第 9 装甲师在 1945 年 3 月夺取了雷马根的桥梁，这表明在部队立即可用的情况下进行了仓促的行动。指挥官考虑有形和无形的因素，例如下属的训练水平和经验、潜在的敌人反应、时间和距离，以及每个下属和支援单位的实力，以达到所需的同步程度。

1-33. A hasty operation is an operation in which a commander directs immediately available forces,  using fragmentary orders, to perform tasks with minimal preparation, trading planning and  preparation time for speed of execution. Commanders mentally synchronize the employment of available  forces before issuing fragmentary orders. Hasty operations exploit the advantages of combined arms to the  maximum possible extent. For example, the 9th Armored Division’s seizure of the bridge at Remagen in  March 1945 illustrates a hasty operation conducted with the forces immediately available. Commanders  consider tangible and intangible factors, such as subordinate training levels and experience, a potential enemy  reaction, time and distance, and the strengths of each subordinate and supporting unit to achieve the required  degree of synchronization. 

1-34. 蓄意行动是一种战术情况允许制定和协调详细计划的行动，包括多个分支和续集。进行深思熟虑的行动任务的指挥官组织部队完成特定任务。该任务联合兵种小组进行广泛的演练和塑造行动，为部队进行决定性行动创造条件。例如，第1步兵师在1991年2月沙漠风暴行动地面阶段开放时间内的突破行动就是一次蓄意的行动。

1-34. A deliberate operation is an operation in which the tactical situation allows the development and  coordination of detailed plans, including multiple branches and sequels. Commanders conducting  deliberate operations task-organize forces to accomplish a specific mission. That tasked combined arms team  conducts extensive rehearsals and shaping operations to create the conditions for the conduct of the force’s  decisive operation. For example, the 1st Infantry Division’s breaching operation during the opening hours of  the ground phase of Operation Desert Storm in February 1991 illustrates a deliberate operation. 

 1-35. 大多数操作发生在仓促操作和蓄意操作之间。作战过程有助于制定共同作战图景，以促进决策制定并在友军之间交流决策和其他信息。信息时代可获得的大量数据使仓促操作和蓄意操作之间的区别变得复杂。指挥官从收集到的信息中辨别情报以制定他们的决策。了解这种细微差别的指挥官可以专注于使他们能够预测机会并在计划中建立灵活性的知识。

1-35. Most operations occur somewhere between a hasty operation and a deliberate operation. The operations  process helps in the development of a common operational picture to facilitate decision making and to  communicate decisions and other information between friendly forces. The sheer amount of obtainable data  in the information age complicates the distinction between hasty and deliberate operations. Commanders  discern intelligence from collected information to shape their decisions. Commanders who understand this  nuance can focus on knowledge that enables their abilities to anticipate opportunities and build flexibility  into plans. 

风险

RISK 

 1-36. 选择和这些选择的成本是所有行动的特征。指挥官根据当前对敌情的情报和对可用资产（包括时间）的评估以及协调和同步这些资产的手段来决定他们是否能够完成任务。如果这些资产不可用，指挥官会选择花更多时间来计划、资源和准备行动，或者他们会明确说明他们将在何处以及如何承担风险。

1-36. Choices and the cost of those choices characterize all operations. Commanders decide if they can  accomplish their mission based on current intelligence of the enemy situation and an assessment of the assets  available (including time) and the means to coordinate and synchronize those assets. If those assets are not  available, commanders choose to take additional time to plan, resource, and prepare for an operation, or they  articulate where and how they will assume risk. 

1-37. 指挥官可以在时间受限的环境中根据有限的战斗信息采取行动。战斗信息是未经评估的数据，由战术指挥官收集或直接提供给战术指挥官，由于其高度易腐性或形势危急，无法及时处理成战术情报以满足用户的战术情报要求（JP 2-01）。指挥官必须了解仅根据战斗信息采取行动的内在风险，因为它容易受到敌人的欺骗并且可能被误解。情报人员帮助指挥官评估用于决策的战斗信息。

1-37. Commanders may act on limited combat information in a time-constrained environment. Combat  information is unevaluated data, gathered by or provided directly to the tactical commander which, due to its  highly perishable nature or the criticality of the situation, cannot be processed into tactical intelligence in  time to satisfy the user’s tactical intelligence requirements (JP 2-01). Commanders must understand the  inherent risk of acting only on combat information, since it is vulnerable to enemy deception and can be  misinterpreted. The intelligence staff helps commanders assess combat information used in decision making. 

1-38. 如果没有在不确定条件下采取行动的意愿，指挥官就无法取得成功，这需要平衡风险和利用机会。再多的情报也无法消除战术行动的所有不确定性和固有风险。指挥官永远不会有绝对的态势了解。信息的缺乏绝不能使决策过程瘫痪。指挥官收集的关于任务变量的信息越多，指挥官就越能做出明智的决定。更少的信息意味着指挥官在特定情况下做出错误决策的风险更大。知道何时有足够的信息在上级指挥官的意图和限制范围内做出决定是战术艺术的一部分，也是所有指挥官的一项关键技能。

1-38. Commanders cannot be successful without a willingness to act under conditions of uncertainty, which  demands balancing risks with taking advantage of opportunities. No amount of intelligence can eliminate all  uncertainties and inherent risks of tactical operations. Commanders will never have absolute situational  understanding. A lack of information must not paralyze the decision-making process. The more information  a commander collects concerning the mission variables, the better that commander is able to make informed  decisions. Less information means that a commander has a greater risk of making a poor decision for a  specific situation. Knowing when there is enough information to make a decision within the higher  commander’s intent and constraints is part of the art of tactics and is a critical skill for all leaders.

 1-39. 为了取得成功，指挥官需要花费最少的时间来计划和准备。在行动开始时减少协调可能会导致对敌人的影响不够理想。然而，减少协调可能会增加速度和动力，并可能带来意外。指挥官为行动准备的时间越多，敌人准备的机会就越多。

1-39. To shape success, commanders take the minimum time necessary to plan and prepare. Reduced  coordination at the start of an operation may result in less than optimal effects on the enemy. However, that  reduced coordination may offer increased speed and momentum and, potentially, surprise. The more time a  commander takes to prepare for an operation, the more opportunity the enemy has to prepare. 

 1-40. 在充分知情的情况下做出无畏的决定最有可能取得成功。指挥官在做出决定时会接受风险，因为总会存在一定程度的不确定性。机遇伴随着风险。愿意接受风险往往是暴露敌人弱点的关键。有时指挥官无法找到解决所有风险的方法，应该考虑结果是否值得冒险。情境理解、运行估计和计划可降低风险。

1-40. Bold decisions that are adequately informed give the best promise of success. Commanders accept risk  when making decisions because there will always be a degree of uncertainty. Opportunities come with risks.  The willingness to accept risk is often the key to exposing enemy weaknesses. There are times when leaders  cannot find ways of addressing all of the risk and should consider if the outcome is worth the risk. Situational  understanding, running estimates, and planning reduces risk. 

  1-41.  在某些情况下，指挥官可以放弃详细的计划、广泛的演练和任务组织的重大变化。他们先前的自我发展、训练和经验使他们能够在决定性的时刻评估和创造压倒性的战斗力。例如，一个攻击营特遣部队遇到刚刚进入阵地的敌方部队，可以在接触时采取行动摧毁这些元素，而不会失去动力。接触行动是一系列战斗行动，通常几乎同时进行，与敌人接触以发展局势。友好的指挥官决定必须做些什么来保持战斗力并为成功创造条件。

1-41. In some circumstances, commanders can forego detailed planning, extensive rehearsals, and significant  changes in task organization. Their prior self-development, training, and experience allows them to assess  and create overwhelming combat power at decisive points. For example, an attacking battalion task force  encountering enemy security elements just moving into position can conduct actions on contact to destroy  these elements without the loss of momentum. Actions on contact are a series of combat actions, often  conducted nearly simultaneously, taken on contact with the enemy to develop the situation. Friendly  commanders determine what must be done to preserve combat power and create conditions for success. 

 1-42.  每个军事决定都包含风险。指挥官在决定在哪里接受风险时会做出判断。如图1-1所示，指挥官有几种可用的技术来降低与特定行动中缺乏信息和情报相关的风险。其中一些降低风险的技术需要投入额外的资源。决定转移哪些资源以降低风险是战术艺术的一部分。一般而言，风险是指某人或某物面临危险、伤害或损失的风险。风险是对活动或事件的概率和影响的表达，会产生积极或消极的后果。它是衡量事情发生对或错的可能性以及相关影响（好或坏）的指标。

1-42. Every military decision includes risk. Commanders exercise judgement when deciding where to accept  risk. As shown in figure 1-1, commanders have several techniques available to reduce the risk associated  with a lack of information and intelligence in a specific operation. Some of these techniques for reducing risk  require the commitment of additional resources. Deciding what resources to divert to reduce risk is part of  the art of tactics. In general terms, risk is the exposure of someone or something valued to danger, harm, or  loss. Risk is an expression of the probability and implications of an activity or event, with positive or negative  consequences taking place. It is a measure of the likelihood of something going right or wrong, and the  associated impact, good or bad.

1-43. 因为风险是每个操作的一部分，它是无法避免的。指挥官与下属合作分析风险，以帮助确定存在的风险水平以及如何减轻风险。在考虑接受 COA 的风险时，指挥官会考虑对部队的风险和对任务的风险，而不是感知到的利益。他们根据目标、可用时间和预期成本的重要性做出判断。指挥官需要平衡创造机会、保护部队以及接受和管理完成任务所必须承担的风险之间的紧张关系。

1-43. Because risk is part of every operation, it cannot be avoided. Commanders analyze risk in collaboration  with subordinates to help determine what level of risk exists and how to mitigate it. When considering how  much risk to accept with a COA, commanders consider risk to the force and risk to the mission against the  perceived benefit. They apply judgment with regard to the importance of an objective, time available, and  anticipated cost. Commanders need to balance the tension between creating opportunities, protecting the  force, and accepting and managing risks that must be taken to accomplish their mission. 

  1-44. 虽然每种情况都不同，但指挥官避免过度谨慎或投入资源来防范每一个感知到的威胁。避免所有风险的不切实际的期望不利于任务的完成。等待完美的智能和同步会增加风险或关闭机会之窗。成功的作战需要指挥官和下属管理已接受的风险、发挥主动性并果断采取行动，即使结果不确定。断采取行动，即使结果不确定。

1-44. While each situation is different, commanders avoid undue caution or commitment of resources to  guard against every perceived threat. An unrealistic expectation of avoiding all risk is detrimental to mission  accomplishment. Waiting for perfect intelligence and synchronization increases risk or closes a window of  opportunity. Successful operations require commanders and subordinates to manage accepted risk, exercise  initiative, and act decisively even when the outcome is uncertain.

1-45. 指挥官——当得到能够访问当前和准确信息的系统的支持时——利用他们对敌方和友方局势的了解。这种理解允许在有利的范围内进行机动，并确保对部队的响应和灵活支持。信息技术、有能力的领导者和敏捷编队的整合降低了风险并促进了果断行动。

1-45. Commanders—when supported by systems that can access current and accurate information—exploit  their understanding of the enemy and friendly situations. This understanding allows maneuver at favorable  ranges and ensures responsive and flexible support of forces. The integration of information technologies,  capable leaders, and agile formations reduces risk and facilitates decisive action. 

 1-46. 降低风险并不总是意味着以牺牲时间为代价来增加关于敌人的信息。指挥官通过保持部队部署的灵活性来部分弥补这一差距。他们通过增加单位安全区域的深度来实现这一目标；其安保部队的大小、数量和能力；以及他们的储备规模。安保区域是由单位的安保部队占据的区域，包括这些安保部队的影响区域。指挥官选择提供多功能性的编队，并允许与尽可能少的友军进行初始接触。补偿增加的风险的另一种方法是在提交特定COA之前为下属部队提供额外的时间和资源来发展情况。

1-46. Risk reduction does not always mean seeking to increase information about the enemy at the expense  of time. Commanders partially compensate for this gap by maintaining flexibility in their troop dispositions.  They accomplish this by increasing the depth of their unit security areas; the size, number, capabilities of  their security elements; and the size of their reserve. A security area is that area occupied by a unit’s  security elements and includes the areas of influence of those security elements. Commanders choose  formations that provide versatility and allow for initial enemy contact with the smallest possible friendly  force. Another way to compensate for increased risk is to provide additional time and resources for  subordinate elements to develop the situation before committing to a particular COA. 

  1-47. 友军的机动性进一步降低了战术行动中的风险。机动是友军比敌军反应更快的能力。它既是一种心理素质，也是一种身体素质。机动性允许迅速集中友军力量对抗敌人的弱点。友军通过严格和现实的训练、众所周知和训练有素的单位标准操作程序、保持和持续共享理解和估计以及使用任务式指挥方法来实现机动性。

1-47. Friendly force agility further mitigates risk in tactical operations. Agility is the ability of friendly forces  to react faster than enemy forces. It is as much a mental as a physical quality. Agility permits the rapid  concentration of friendly strengths against enemy vulnerabilities. Friendly forces achieve agility through  rigorous and realistic training, well-known and drilled unit standard operating procedures, maintained and  continuously shared understanding and estimates, and the use of the mission command approach. 

 1-48. 在任何行动中，信息、不确定性、风险、储备和安保力量的规模以及主体的配置之间的关系都可能经常发生变化。主体是战术指挥或编队的主要部分。它不包括指挥部的独立部队，例如前卫、侧翼和掩护部队。指挥官不断权衡信息、不确定性、风险以及预备队和安保部队规模与主体部署之间的平衡。然后他们根据需要进行调整。

1-48. In any operation, the relationship among information, uncertainty, risk, size of reserves and security  forces, and the disposition of the main body may frequently changes. The main body is the principal part  of a tactical command or formation. It does not include detached elements of the command, such as  advance guards, flank guards, and covering forces. Commanders continually weigh the balance of  information, uncertainty, risk, and size of reserves and security forces against the disposition of the main  body. They then make adjustments as needed. 

1-49. 对任务组织、任务和优先级的更改是行动过程的一部分。指挥官在参谋人员的建议下，为特定任务确定最佳编队和组织，并不断评估风险。如果情况允许，指挥官会进行适当的更改并分配资源，以通过这些变更将风险降至最低。每一次变更都有机会和风险。指挥官平衡两者以达到他们的目的。

1-49. Changes to task organization, mission, and priorities are part of the operations process. Commanders,  advised by their staffs, determine the optimal formation and organization for a specific mission, and they  continuously assess risk. If the situation warrants, commanders make appropriate changes and allocate  resources to minimize risk through these changes. Every change has opportunities and risks. Commanders  balance the two to achieve their purpose.